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How can it be that 50 years after the passage of the Civil Rights Act, our institutions of higher education have still not found ways of reducing the higher education gaps for racial and ethnic groups?

That is the question that informs and animates the Equity Scorecard model of organizational change. It shifts institutions' focus from what students do (or fail to do) to what institutions can do--through their practices and structures, as well as the actions of their leaders and faculty--to produce equity in outcomes for racially marginalized populations. Drawing on the theory of...

Evaluation in departments is widespread but often fails to spark positive change. Based on his extensive work with academic departments across the country, Wergin explains that successful department evaluation exists only when faculty and departments have a strong influence on the purposes, processes, and methods of evaluation. The central purpose of Departments That Work is how academic programs can make evaluation more useful and critical reflection more likely.

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* How quality has become confused with such concepts as effectiveness, productivity, and...

How can it be that 50 years after the passage of the Civil Rights Act, our institutions of higher education have still not found ways of reducing the higher education gaps for racial and ethnic groups?

That is the question that informs and animates the Equity Scorecard model of organizational change. It shifts institutions' focus from what students do (or fail to do) to what institutions can do--through their practices and structures, as well as the actions of their leaders and faculty--to produce equity in outcomes for racially marginalized populations. Drawing on the theory of...

Most organizational theorists use the athletic team as a metaphor for the effective work group - specific players motivated to give their best performance in pursuit of a common goal. This book offers a different model, focusing instead on the complex ways that members of a leadership team interact, wield power, use language and create meaning. The authors describe the team as a culture and argue that effective team leadership depends on expecting, understanding and appreciating the differences among individuals.

Research on the organizational culture in higher education affirms that congruent cultures are better than fragmented ones, and that managing culture is an oxymoron. Such analyses often lead to the assumptions that unity of purpose is essential and leadership is impossible. This book reframes rather than suppresses these notions, and by respecting the differences, builds a commonality between them.

Using data on faculty socialization in academe, the authors consider how the work of cultural leadership becomes interpretation and facilitation rather than management. Through a series of...